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Ajax Management Consultants Private Limited

Vision
The vision of Training & Development is to become a professional development center, capable
of providing quality programs to support the strategic objectives of the Bank, while addressing
the training and development needs to enhance individual performance. It also acts as a change
agent in organisational restructuring and performance drive in an effective manner.
Objective of Training & Development
The role of Training & Development in a dynamic business environment is to be a partner to the
business lines and help them achieve their objectives, by developing the knowledge and skills of
their people. The success of training, results from its integration with the business plan and the
business culture. Hence the challenges for Training at BNP Paribas are:

To upgrade existing knowledge & skills of employees to enable them to successfully


accomplish their duties and responsibilities
To provide an opportunity for competency development
To upgrade Technical knowledge and Product training to Front line / Operations & Support
Services
To provide International Exposure / Networking
To undertake Knowledge Management initiatives to encourage the quest for learning

Training And Development Philosophy


The realisation of the Training & Development vision depends on the support and commitment of
both Management and individual employees.
Management
Managers play a key role in the training and development of the officer / staff. It is their
responsibility to evaluate available training and development activities in respect of business and
individual needs, assist each individual in planning his/her programme of development, and
encourage them to attend training programmes and follow-up on the subsequent progress
Individual
The success of any development process is highly dependent on the individual. Individuals must
be personally committed to their own growth by putting effort in learning, practicing and
mastering the skills and knowledge during and after the training and development activities.

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TRAINING PLAN

TRAINING NEED ANALYSIS


Business Plan
Performance Appraisals
Talks with the employees
Discussion with Functional Heads
Employee Feedback Survey

Training Need Analysis


and
Training Objectives

Classify the needs


Match to existing Skills and Knowledge
Formulate Training Programs
as per the plan
Identify faculty
Identify institutes to adress the needs

Preparation of Annual Calendar

Human Capital Knowledge bank


Knowledge Management

MIS / Reporting &


Training Inventory

ANALYSE FEEDBACK
Re designing the program
Introducing new programs
Improving work processes

Selection & Nomination


of Personnel

TRAINING FEEDBACK
End of Training Questionaire
Pre & Post Training Quiz
De briefing sessions after
training program

Conduct Training
using various training
methodology

TRAINING & DEVELOPMENT PROCESS


Training Needs Analysis
Post the Annual Appraisal exercise for all officers, the training needs as identified by the officers
and their appraisers are analysed.
Steps for the Need Analysis

The training needs inputs derived from the appraisal are first classified into technical,
developmental needs and on the job attachment training needs, Business line wise
The needs are classified into broad categories depending on the commonalties that exist and
are drafted into proposed activities.
Training needs are then discussed with employees to gain understanding of specific areas in
the stated topics.
For example, if an employee wants to undergo training in communication, we need to find
out if he means written, verbal or any other aspect of communication.
Individual discussions are held with Department Heads so as to get their perspective on the
needs mentioned. These discussions assist in getting an understanding of the needs for the
entire department, the methodology to be followed and the priorities.
Post discussions with the functional heads, the identified needs of all the officers in the
department are classified into Internal / External & International training needs.

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Training Plan
Internal Training
Based on the identification of training needs, internal training programmes are planned on a
yearly basis and are classified into the following categories:

Technical Training
Induction Training
Developmental Training
Systems Training
Intensive workshops

External Training

External training programmes are planned to address the specialized areas of training,
specific to their requirements for those individuals whose training needs cannot be met by
internal training.
These programmes are chosen from selected external institutes such as NIBM, BTC, Crisil,
Dun & Bradstreet, IIM, TMTC, NIBM etc.

International Training

Candidates are nominated for International training programmes by the training department
duly approved by the Functional Heads, based on the objectives and the course contents of
programs and the relevance to the needs of the candidate. These programmes are chosen
from the Group HR & CIB Training calendars.

Training Feedback
Feedback or evaluation process covers the following features

Quality of the programme


Relevance of the programme
Evaluation of the trainer
Impact of Training

Training Feedback is solicited by way of a Training Feedback Form, End of the program
Quiz and Impact of Training surveys.

Consolidated qualitative training feedback summary is distributed for all training


interventions to the Group Management / Faculty / Concerned department heads / branch
managers at the end of every training intervention for the following purpose:

As a means of informing the Executive Committee / Functional Heads, Trainers the views of
the participants regarding training or any other suggestions
As a means of improvement of the training process.
To measure the learning curve through the pre & post training quiz
To develop new programmes emerging from the participants suggestion

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To have a debriefing between the participant and his immediate supervisor
Training MIS

The MIS provides qualitative and quantitative information about the training programmes
conducted for the month and also the rescheduled programmes for the next month.
It provides information regarding the evolution of training in terms of man-hours and cost
for the following
Internal, External, International
Technical and developmental training
Functions and business lines

Training Report
The Half Yearly and Annual Training Reports give an overview of all the training activities
conducted during the year. It gives qualitative data in terms of number of hours of training
imparted and cost involved together with a quantitative data in terms of the programmes
conducted, feedback received and an outline of the training activities planned for the next year.
Training Infrastructure
The training classroom Savoir Faire, which can accommodate approximately 15 people is fully
equipped with state of the art facilities as mentioned below:
Overhead Projector
Laser Compact Disc
Television
Video
White Board
The Library Connaissance comprises of approximately 700 books, 70 video cassettes and 150
periodicals, which are made available to all employees.

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Knowledge Management
Our Strategy for Knowledge Management
"Hone your skills to perfection and learn something new everyday cause the only long term
competitive advantage for any organisation is the collective brain power of it's people.
Objective (this is purely from the expectation standpoint)
# Influence and shape a thinking culture
# Seek greater learning
# Sharing of perspectives
# Exchange learning
# Increased awareness
Knowledge Management Initiative
1.Web/Computer Based Training
2.Know to Grow Concept
# Articles, reviews of books and perspectives from individuals within the organisation and / or
commercially available print or media.

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Name of the Participant :Topic :(Please complete this survey before you leave. Your response will help us to evaluate this training
and to plan for further training.)
PLEASE TICK ANY ONE OPTION FROM STATEMENTS 1 TO 3.

1.

Overall evaluation of the Venue:


Physical Arrangements of program
Excellent

Good

Average

Good

Average

Poor

2.

Overall evaluation of the trainer:


Excellent

Poor
Knowledge

Preparation

Style & delivery

Encouraged participation

Learning Climate

3.

Overall evaluation of the training :Excellent


Good
Average
Understanding of
the topic

Relevance of the
the content to your job

Maintained interest

Poor

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of the trainees

4.
o
o
o

5.

Do you think the time given for the program was:Too long
Sufficient
Too short

The training objectives: To impart basic knowledge of


..
To optimize .skills.
To optimize ..attitude.
Comment on the degree to which the above training objectives were met:o All objectives met by training
o Some objectives met by training
o No objectives met by training
Which objectives are not met. Please specify :

6.

What have you learnt in this training?


Knowledge

Skills :-

Attitude / Behaviour :-

7.

What Changes / Additions / Suggestions would you recommend for this training to be
more effective?

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(Thank you for giving your support & cooperation.)


Remarks by effectiveness verification authority:HOD (Dept. Concerned):-

GM (HR):-

(Signature of
participant)

Date of
effectiveness
verification:

(Sign.-Effectiveness
verification authority)

(Sign.- HOD(Human
Resource)

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Organisations Name:
Name of staff member:
Section:
General
1.

Are you a new employee or a long-standing


employee of the company?

2.

How long have you been in your present


job?

Confirmation of Current Duties


3.

Do you have a duty statement for your job?

Yes

4.

Is your job accurately described in the duty


statement?

Yes

5.A

5.B

No

(Go to Q 14)

(Go to Q 6)

No

If no, what extra duties do you do that need to be added to your duty statement?

What duties are no longer part of your job and can be deleted from your duty statement?

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Job Analysis
6.

Describe the tasks you regularly perform that are critical to carrying out your job
effectively.

7.

Describe the type of equipment you are required to use (for example, keyboard,
machinery, tools of trade, etc).

8.

Do you require a high degree of technical


knowledge for your job?

9.

How do you work? Please circle


Alone

Part of a team

Yes

No

Other (specify below)

10.

If you work as part of a team, do you perform the same of different work to members of
your team?

11.

To what extent does your job require you to work closely with other people, such as
customers, clients or people in your own organisation? Please circle.
Very little

12.

Moderately

A lot

How much autonomy is there in your job, ie, to what extent do you decide how to
proceed with your work? Please circle.

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Very little
13.

Moderately

A lot

How much variety is there in your job, ie, to what extent do you do different things at
work, using several skills and talents? Please circle.
Very little

Moderately

A lot

Training Needs
14.

To perform your current job: What training do you still need (either on-the-job or a
formal course) to perform your current job competently (eg, Excel, bookkeeping, English
as a second language, etc)?

15.

To perform other jobs in the organisation: What other roles in the organisation
would you be interested in doing if a vacancy became available (eg, transfer to another
section, supervisor position, etc)?

16.

To perform other jobs in the organisation: What training or experience would be


required (eg, machine operation, negotiation skills, Occupational Health and Safety
Awareness, etc)?

Future Development Needs


17.

What are your career aspirations?

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18.

What training or development do you need to help make this happen (eg, external
degree study, formal meeting procedures, leadership training, etc)?

Recognition of Prior Learning


19.

What training have you attended within the last three years? (This will help identify if any
training sessions have been missed or if any refresher training is required.)

20.

What training or skills have you acquired outside your current job that may be relevant
to the wider organisation?

Action Plan
Agreed training and development to be provided over the next 12 months:
(Record the details of training courses, on-the-job experiences, buddy systems or mentor
arrangements, and include the recommended dates the staff member can expect these
to occur.)
Training

Date

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Signature of Staff
Member

Date :

Signature of
Supervisor

Date :